‘The effects of appraisal justice, organizational politics, accountability and resilience on task and contextual performance: an empirical study in Greece.’ Thesis submitted as a prerequisite for obtaining the MSc in Human Resources Management at Athens University of Economics and Business.

1. ‘The effects of appraisal justice, organizational politics, accountability
and resilience on task and contextual performance: an empirical study
in Greece.’
ATHENS 2016

2. Variables
 Independent
 Procedural Appraisal Justice
 Perceptions of
Organizational Politics
 Felt Accountability
 Resilience
 Dependent
 OCBO
 OCBI
 CWBO
 CWBI
 Task Performance

3. Resilience‘The successful adaptation to life tasks in the face of social disadvantage or highly
adverse conditions’ (Windle 1999).
‘An ability to go on with life, or to continue living a purposeful life, after hardship
or adversity’ (Tedeschi & Calhoun 2004).
‘Growth or adaptation through disruption rather than just recovering or bouncing
back’ (Richardson 2002).
‘The capacity to rebound from adversity strengthened and more resourceful’
(Sutcliffe & Vogus 2003).
Facing down reality.
Searching for meaning.
Being inventive, improvising.
Optimism, self-efficacy.
Flexibility
Ability to respond to challenges thanks to structure and
culture
Social and institutional relationships and networks
Leadership style

4. Hypotheses-Theory
Social Exchange Theory (Blau 1964)
Norm of reciprocity (Gouldner 1960)
Equity theory (Adams 1965)

5. Hypothesis
H1 Perceptions of procedural appraisal justice will be positively related to task performance and both OCB-
O and OCB-I.
H2 Perceptions of procedural appraisal justice will be negatively related to both CWB-O and CWB-I.
H3 Perceptions of Organizational Politics will be negatively related to task performance and both OCB-O
and OCB-I.
H4 Perceptions of organizational politics will be positively related to both CWB-O and CWB-I.
H5 Employees’ resilience will be positively related to task performance and both OCB-O and OCB-I.
H6 Resilience will moderate the relationship between perceptions of politics and CWBs, in a sense that
employees high in resilience will show lower levels of CWBs than those low in resilience under the same
organizational politics conditions.
H7 Felt accountability will be positively related to task performance and both OCB-O and OCB-I.
H8 Felt accountability will moderate the relationship between perceptions of politics and CWBs, in a sense
that employees feeling higher levels of accountability will show lower levels of CWBs than those feeling
low levels of accountability under the same organizational politics conditions.

6. Method
 Sample
 104 usable anonymous surveys
 response rate 57,7%
 41% male
 55% Master’s degree
 70% open-ended contract
 22% fixed-term contract
 82% full-time employees
 average tenure 3.2 years
 average working experience 6.6
years
 55% between 26 and 39 years old
 Procedures
 Hierarchical regression analyses
 All variables were centered
 In the first step control variables were
entered
 In the second step each of the
independent variables was entered
 In the third step, the possible moderator
(i.e., felt accountability and resilience)
was entered
 In the fourth step, the politics perceptions
x felt accountability and politics
perceptions x resilience cross-product
terms were entered.
 Collinearity diagnostics were conducted
for all models. Variance Inflation Factor
(VIF) scores and tolerance tests were
computed, while no VIF score was
greater than 10 and no tolerance test
gave scores below 0,1.

7. Variable Cronbach's Alpha M SD 1 2 3 4 5 6 7 8 9 10 11
1.Perceivedappraisal justice ,854 6,64 5,72 1
2.PerceivedAccountability ,700 3,29 5,72 ,231*
1
3.Perceivedorganizational politics ,700 4,82 5,72 -,731**
-,075 1
4.OCB_O ,719 3,66 5,72 ,444**
,340**
-,254**
1
5.OCB_I ,828 4,89 5,72 ,278**
,358**
-,181 ,567**
1
6.CWB_O ,857 4,68 5,72 -,352**
-,305**
,318**
-,241*
-,305**
1
7.CWB_I ,842 5,05 5,72 -,358**
-,332**
,298**
-,352**
-,351**
,701**
1
8.Task Performance ,865 5,27 5,72 ,389**
,410**
-,197*
,564**
,542**
-,508**
-,593**
1
9.Resilience ,700 1,78 5,72 ,356**
,146 -,342**
,286**
,175 -,240*
-,329**
,363**
1
10.Tenure …… 1,65 5,72 -,071 ,119 ,129 ,099 ,006 -,021 -,038 ,052 ,067 1
11.Experience …… 5,63 5,72 ,003 ,260**
,005 ,238*
,115 -,104 -,157 ,161 ,133 ,663**
1
N 104
Descriptive Statistics
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Correlations

8. H1 Perceptions of procedural appraisal justice will be positively
related to task performance and both OCB-O and OCB-I
Regression results
Predicting OCBO
Step 1 Sig. Step 2 Sig.
Working hours 0,22 0,05 0,12 0,25
Level of education -0,05 0,61 -0,04 0,63
Type of contract -0,01 0,90 -0,01 0,95
Age 0,06 0,64 0,05 0,65
Marital Status 0,18 0,17 0,17 0,15
Sex 0,06 0,53 0,10 0,27
Tenure -0,22 0,12 -0,15 0,24
Experience 0,19 0,24 0,18 0,21
Procedural Appraisal Justice ……. ……. 0,42 0,00
Regression results
Predicting OCBI
Step 1 Sig. Step 2 Sig.
Working hours 0,124 0,267 0,063 0,569
Level of education 0,072 0,483 0,076 0,443
Type of contract 0,017 0,88 0,022 0,84
Age 0,022 0,856 0,018 0,88
Marital Status 0,215 0,116 0,211 0,112
Sex -0,012 0,91 0,012 0,907
Tenure -0,178 0,21 -0,137 0,326
Experience 0,047 0,776 0,044 0,785
Procedural Appraisal Justice …….. 0,252 0,014
Regression results
Predicting Task Performance
Step 1 Sig. Step 2 Sig.
Working hours 0,02 0,86 -0,08 0,43
Level of education 0,21 0,05 0,21 0,02
Type of contract 0,08 0,47 0,09 0,38
Age -0,07 0,56 -0,08 0,48
Marital Status -0,06 0,65 -0,07 0,58
Sex 0,00 0,99 0,04 0,69
Tenure -0,03 0,85 0,04 0,75
Experience 0,26 0,11 0,26 0,09
Procedural Appraisal Justice …….. …….. 0,42 0,00

9. H2 Perceptions of procedural appraisal justice will be
negatively related to both CWB-O and CWB-I.
Regression results
Predicting CWBO
Step 1 Sig. Step 2 Sig.
Working hours -0,04 0,74 0,05 0,62
Level of education 0,07 0,53 0,06 0,54
Type of contract -0,05 0,64 -0,06 0,57
Age -0,08 0,52 -0,07 0,52
Marital Status 0,28 0,05 0,28 0,03
Sex 0,04 0,71 0,00 0,97
Tenure 0,03 0,84 -0,03 0,80
Experience -0,25 0,14 -0,24 0,12
Procedural Appraisal Justice -0,38 0,00
Regression results
Predicting CWBI
Step 1 Sig. Step 2 Sig.
Working hours 0,03 0,76 0,13 0,25
Level of education -0,05 0,60 -0,06 0,53
Type of contract 0,06 0,60 0,05 0,62
Age -0,01 0,96 0,00 1,00
Marital Status 0,13 0,36 0,13 0,31
Sex 0,02 0,83 -0,01 0,90
Tenure 0,08 0,58 0,02 0,90
Experience -0,29 0,09 -0,28 0,08
Procedural Appraisal Justice -0,38 0,00

10. H3 Perceptions of Organizational Politics will be negatively
related to task performance and both OCB-O and OCB-I.
Regression results
Predicting OCBO
Step 1 Sig. Step 2 Sig.
Working hours 0,22 0,05 0,17 0,11
Level of education -0,05 0,61 -0,05 0,59
Type of contract -0,01 0,89 -0,01 0,96
Age 0,06 0,64 0,01 0,93
Marital Status 0,18 0,17 0,20 0,13
Sex 0,06 0,53 0,10 0,33
Tenure -0,22 0,11 -0,16 0,23
Experience 0,19 0,24 0,19 0,23
Perceived Politics -0,23 0,02
Regression results
Predicting OCBI
Step 1 Sig. Step 2 Sig.
Working hours 0,12 0,27 0,10 0,40
Level of education 0,07 0,48 0,07 0,49
Type of contract 0,02 0,88 0,02 0,84
Age 0,02 0,86 -0,01 0,95
Marital Status 0,22 0,12 0,23 0,10
Sex -0,01 0,91 0,01 0,92
Tenure -0,18 0,21 -0,14 0,32
Experience 0,05 0,78 0,05 0,77
Perceived Politics -0,16 0,14
Regression results
Predicting Task Performance
Step 1 Sig. Step 2 Sig.
Working hours 0,02 0,86 -0,02 0,85
Level of education 0,21 0,05 0,20 0,04
Type of contract 0,08 0,47 0,09 0,41
Age -0,07 0,56 -0,12 0,35
Marital Status -0,06 0,65 -0,05 0,73
Sex 0,00 0,99 0,03 0,77
Tenure -0,03 0,85 0,02 0,88
Experience 0,26 0,11 0,26 0,11
Perceived Politics -0,22 0,04

11. H4 Perceptions of organizational politics will be positively
related to both CWB-O and CWB-I.
Regression results
Predicting CWBO
Step 1 Sig. Step 2 Sig.
Working hours -0,04 0,74 0,02 0,82
Level of education 0,07 0,53 0,07 0,49
Type of contract -0,05 0,64 -0,06 0,55
Age -0,08 0,52 -0,02 0,90
Marital Status 0,28 0,05 0,25 0,06
Sex 0,04 0,71 -0,01 0,93
Tenure 0,03 0,84 -0,05 0,74
Experience -0,25 0,14 -0,25 0,12
Perceived Politics 0,33 0,00
Regression results
Predicting CWBI
Step 1 Sig. Step 2 Sig.
Working hours 0,03 0,76 0,09 0,40
Level of education -0,05 0,60 -0,05 0,61
Type of contract 0,06 0,60 0,05 0,66
Age -0,01 0,96 0,06 0,65
Marital Status 0,13 0,36 0,10 0,44
Sex 0,02 0,83 -0,02 0,83
Tenure 0,08 0,58 0,01 0,95
Experience -0,29 0,09 -0,29 0,08
Perceived Politics 0,31 0,00

12. H5 Employees’ resilience will be positively related to task
performance and both OCB-O and OCB-I.
Regression results
Predicting Task Performance
Step 1 Sig. Step 2 Sig.
Working hours 0,02 0,86 0,04 0,70
Level of education 0,21 0,05 0,21 0,03
Type of contract 0,08 0,47 0,16 0,14
Age -0,07 0,56 -0,04 0,71
Marital Status -0,06 0,65 -0,06 0,63
Sex 0,00 0,99 0,06 0,55
Tenure -0,03 0,85 -0,02 0,90
Experience 0,26 0,11 0,21 0,17
Resilience 0,37 0,00
Regression results
Predicting OCBO
Step 1 Sig. Step 2 Sig.
Working hours 0,22 0,05 0,23 0,03
Level of education -0,05 0,61 -0,05 0,62
Type of contract -0,01 0,90 0,04 0,71
Age 0,06 0,64 0,08 0,51
Marital Status 0,18 0,17 0,18 0,16
Sex 0,06 0,53 0,11 0,29
Tenure -0,22 0,12 -0,21 0,12
Experience 0,19 0,24 0,15 0,33
Resilience 0,26 0,01
Regression results
Predicting OCBI
Step 1 Sig. Step 2 Sig.
Working hours 0,12 0,27 0,13 0,24
Level of education 0,07 0,48 0,07 0,47
Type of contract 0,02 0,88 0,05 0,68
Age 0,02 0,86 0,03 0,79
Marital Status 0,22 0,12 0,22 0,11
Sex -0,01 0,91 0,01 0,91
Tenure -0,18 0,21 -0,17 0,22
Experience 0,05 0,78 0,03 0,87
Resilience 0,14 0,18

13. H6 Resilience will moderate the relationship between perceptions of
politics and CWBs, in a sense that employees high in resilience will show
lower levels of CWBs than those low in resilience under the same
organizational politics conditions.
Step 1 Sig. Step 2 Sig. Step 3 Sig. Step 4 Sig.
Tenure 0,03 0,84 -0,05 0,74 -0,04 0,79 -0,04 0,76
Experience -0,25 0,14 -0,25 0,12 -0,22 0,17 -0,22 0,17
Working hours -0,04 0,74 0,02 0,82 0,00 0,99 0,00 0,99
Level of education 0,06 0,53 0,07 0,49 0,06 0,50 0,07 0,49
Type of contract -0,05 0,64 -0,06 0,55 -0,10 0,35 -0,11 0,29
Age -0,08 0,52 -0,01 0,90 -0,04 0,72 -0,05 0,71
Marital Status 0,28 0,04 0,25 0,05 0,26 0,05 0,25 0,06
Sex 0,04 0,71 -0,01 0,93 -0,03 0,76 -0,02 0,87
Perceived Politics 0,33 0,00 0,26 0,01 0,29 0,01
Resilience -0,19 0,07 -0,17 0,11
Perceived Politics x Resilience -0,08 0,41
Regression results
Predicting CWBO
Step 1 Sig. Step 2 Sig. Step 3 Sig. Step 4 Sig.
Tenure 0,08 0,58 0,01 0,95 0,02 0,87 0,02 0,90
Experience -0,29 0,09 -0,29 0,08 -0,25 0,12 -0,24 0,12
Working hours 0,03 0,76 0,09 0,40 0,06 0,58 0,06 0,58
Level of education -0,05 0,60 -0,05 0,61 -0,06 0,57 -0,05 0,59
Type of contract 0,06 0,60 0,05 0,66 0,00 0,96 -0,02 0,86
Age -0,01 0,96 0,06 0,65 0,02 0,90 0,01 0,91
Marital Status 0,13 0,36 0,10 0,44 0,11 0,39 0,10 0,45
Sex 0,02 0,83 -0,02 0,82 -0,06 0,59 -0,04 0,70
Perceived Politics 0,31 0,00 0,22 0,04 0,24 0,03
Resilience -0,27 0,01 -0,26 0,02
Perceived Politics x Resilience -0,08 0,41
Regression results
Predicting CWBI

14. H7 Felt accountability will be positively related to task
performance and both OCB-O and OCB-I.
Regression results
Predicting Task Performance
Step 1 Sig. Step 2 Sig.
Working hours 0,02 0,86 -0,05 0,60
Level of education 0,21 0,05 0,27 0,01
Type of contract 0,08 0,47 0,05 0,60
Age -0,07 0,56 -0,06 0,62
Marital Status -0,06 0,65 -0,09 0,46
Sex 0,00 0,99 0,05 0,63
Tenure -0,03 0,85 0,03 0,82
Experience 0,26 0,11 0,14 0,34
Felt Accountability 0,44 0,00
Regression results
Predicting OCBO
Step 1 Sig. Step 2 Sig.
Working hours 0,22 0,05 0,17 0,11
Level of education -0,05 0,61 -0,01 0,91
Type of contract -0,01 0,90 -0,03 0,76
Age 0,06 0,64 0,07 0,56
Marital Status 0,18 0,17 0,16 0,20
Sex 0,06 0,53 0,09 0,35
Tenure -0,22 0,12 -0,18 0,17
Experience 0,19 0,24 0,12 0,46
Felt Accountability 0,27 0,01
Regression results
Predicting OCBI
Step 1 Sig. Step 2 Sig.
Working hours 0,12 0,27 0,07 0,53
Level of education 0,07 0,48 0,12 0,21
Type of contract 0,02 0,88 -0,01 0,96
Age 0,02 0,86 0,04 0,76
Marital Status 0,22 0,12 0,19 0,14
Sex -0,01 0,91 0,03 0,80
Tenure -0,18 0,21 -0,13 0,32
Experience 0,05 0,78 -0,05 0,77
Felt Accountability 0,35 0,00

15. H8 Felt accountability will moderate the relationship between perceptions of
politics and CWBs, in a sense that employees feeling higher levels of accountability
will show lower levels of CWBs than those feeling low levels of accountability under
the same organizational politics conditions.
Step 1 Sig. Step 2 Sig. Step 3 Sig. Step 4 Sig.
Tenure 0,03 0,84 -0,05 0,74 -0,08 0,53 -0,08 0,55
Experience -0,25 0,14 -0,25 0,12 -0,17 0,28 -0,26 0,09
Working hours -0,04 0,74 0,02 0,82 0,07 0,50 0,03 0,75
Level of education 0,06 0,53 0,07 0,49 0,02 0,80 -0,06 0,50
Type of contract -0,05 0,64 -0,06 0,55 -0,04 0,66 -0,04 0,64
Age -0,08 0,52 -0,01 0,90 -0,03 0,80 0,06 0,62
Marital Status 0,28 0,04 0,25 0,05 0,27 0,03 0,25 0,04
Sex 0,04 0,71 -0,01 0,93 -0,04 0,69 0,01 0,92
Perceived Politics 0,33 0,00 0,32 0,00 0,34 0,00
Felt Accountability -0,30 0,00 -0,21 0,03
Perceived Politics x Felt Accountability -0,32 0,00
Regression results
Predicting CWBO
Step 1 Sig. Step 2 Sig. Step 3 Sig. Step 4 Sig.
Tenure 0,08 0,58 0,01 0,95 -0,03 0,82 -0,03 0,84
Experience -0,29 0,09 -0,29 0,08 -0,20 0,20 -0,26 0,10
Working hours 0,03 0,76 0,09 0,40 0,14 0,18 0,12 0,26
Level of education -0,05 0,60 -0,05 0,61 -0,10 0,30 -0,16 0,11
Type of contract 0,06 0,60 0,05 0,66 0,07 0,50 0,07 0,49
Age -0,01 0,96 0,06 0,65 0,04 0,73 0,10 0,40
Marital Status 0,13 0,36 0,10 0,44 0,13 0,32 0,11 0,38
Sex 0,02 0,83 -0,02 0,82 -0,06 0,57 -0,02 0,82
Perceived Politics 0,31 0,00 0,30 0,00 0,32 0,00
Felt Accountability -0,33 0,00 -0,27 0,01
Perceived Politics x Felt Accountability -0,22 0,03
Regression results
Predicting CWBI

17. Hypothesis Result
H1 Perceptions of procedural appraisal justice will be positively related to task
performance and both OCB-O and OCB-I.
Fully supported.
H2 Perceptions of procedural appraisal justice will be negatively related to both CWB-
O and CWB-I.
Fully supported.
H3 Perceptions of Organizational Politics will be negatively related to task
performance and both OCB-O and OCB-I.
Partially supported.
H4 Perceptions of organizational politics will be positively related to both CWB-O and
CWB-I.
Fully supported.
H5 Employees’ resilience will be positively related to task performance and both OCB-
O and OCB-I.
Partially supported.
H6 Resilience will moderate the relationship between perceptions of politics and
CWBs, in a sense that employees high in resilience will show lower levels of CWBs
than those low in resilience under the same organizational politics conditions.
Not supported.
H7 Felt accountability will be positively related to task performance and both OCB-O
and OCB-I.
Fully supported.
H8 Felt accountability will moderate the relationship between perceptions of politics
and CWBs, in a sense that employees feeling higher levels of accountability will
show lower levels of CWBs than those feeling low levels of accountability under the
same organizational politics conditions.
Fully supported.

18. Managerial Implications
 Performance Management
‘The continuous process of improving performance by setting
individual and team goals aligned to the strategic goals of the
organization, planning performance to achieve the goals,
reviewing and assessing progress and developing knowledge,
skills and abilities of people’ (Armstrong 2015).
 Performance appraisal
 Goal-setting
 Feedback
 Coaching

19. Research results
 Perceptions of appraisal justice
 Felt Accountability
 Resilience
Perceptions of organizational politics
OCB-O
OCB-I
Task Performance
CWB-O
CWB-I

20. Enhancing felt accountability through performance
management
 Appraisal based on information from various
sources- peer evaluations.
 Goals: specific, measurable, attainable, realistic and
time-related.
 Goals that are frequently assessed.
 Include both quantitative and behavioral measures.
 Formal and informal appraisals.

21. Enhancing appraisal justice perceptions through
performance management
 Appraisal based on information from various sources.
 Include self-appraisal
 Based on appropriate and relevant criteria.
 Conducted by adequately trained raters.
 Appraisal based on criteria that are applied consistently,
established in advanced and formulated with employees’
participation or at least consent.
 Goals: specific, measurable, attainable, realistic and time-
related.
 Goals that are accompanied by the necessary resources for
their attainment (e.g. training, support, materials etc.).

22. Reducing perceptions of organizational politics
through performance management
 Appraisal based on information from various sources.
 Include self-appraisal.
 Based on appropriate and relevant criteria.
 Adequately trained raters.
 Based on criteria that are applied consistently, established in
advanced and formulated with employees’ participation or at
least consent.
 Goals: implemented with the participation of the employee.
 Derive from and be in line with organizational objectives and
the overall strategy.
 Feedback: focus on behaviors and not individuals, sincere
and specific.

23. Developing resilience through performance
management
 Systematic coaching-focus on future improvement of skills-
develop self-efficacy.
 Sincere, respectful two-way feedback.
 Adaptable, realistic goals.
 Encouraging and evaluating creativity, initiative and
analysis of consequences.
 Allowing ‘trial and error’.
 Results-based performance appraisal.

24. Limitations Suggestions
 Employees’ subjective
perceptions
 Self-evaluation
 Cronbach’s alpha
 Sample
 Resilience -job stressors-
employees’ attitudes and
behaviors
 Organizational resilience
and firm performance
 Control for different effects
between the public and the
private sector.

25. Thank you for your attention.